Pub. 2 2019-2020 Issue 2

33 whether your workplace and job sites have combustible dust hazards. • Managing an Effective Safety Committee: This tool kit contains instructions for selecting and managing members of safety committees tomaximize efficiency. It contains bylaws, a programoutline, and trainingmodules to improve participation by all committee members. • Managing Risk: You can manage risks by using assessments on an individual level or as a group. Make assessments beforework begins formaximumbenefit inpreventing injuries. It can be applied to routine tasks as well as to jobs with known hazards. • Motor Vehicle Safety System Cost and Control: Better fleet management means fewer crashes and lower insurance pre- miums. This kit helps you improve fleet management. • Noise Exposure: Are noise levels within your workplace and at job sites within limits set by OSHA? The only way to find out is through noise monitoring. WCF Insurance offers its customers this service at no charge. • Safety Culture Assessment: This con- sists of a confidential survey that can be used to allow employees and super- visors to tell you what they think of your program. You can use the resulting information to improve your program, however necessary. • Safety: Electronic media, sample pro- grams, and resources that will help you cultivate an effective safety program, including information about what is arguably the most important part of any safety program: creating a business culture that makes it easy for people to follow best practices for safety. You can implement your resulting plan on a step- by-step basis. • Specialized Safety Services: Improving to the next level sometimes requires special- ized help. That is what this kit provides. What are some additional ways to get started on building a proactive safety culture? • Safety isn’t just about compliance with the rules. It’s also about valuing employ- ees and doing whatever is necessary to keep them safe. That means emphasiz- ing safety throughout the company, not punishing violations. The human reac- tion to punishment is to avoid it. That doesn’t improve safety. • Safety programs require the support of upper management as well as employ- ees. Create safety committees that include representatives from every level of the company, from the top to the bottom. Have on-site safety managers even on small projects. Accidents can be avoided, but doing so requires looking at any accidents that do take place and also looking at any near misses. It’s also important to look at the impact of acci- dents on the bottom line, including insurance costs. • Recognize success, and don’t allow safety to be ignored when it costs money or takes time. Safety goals should be reasonable, and it should also be possible to reach them. • Project plans should include identifying how to keep the program safe from the very beginning. Write the plan down, identify exposures, and figure out how dangerous situations can be mitigated. Consider factors such as the following: • Where are the local medical facilities? • Who are the local emergency responders? • What are the emergency procedures and evacuation plans? • How will employees be trained? • How will substance abuse testing be done? • When hiring subcontractors, include safety expectations and criteria as part of the selection process. Have subcon- tractors present their project-specific safety plans and explain how they will keep the work environment safe. A good safety record is every bit as important as experience, qualifications and finan- cial history. • Work with the company’s insurance agents and risk management experts. Collaboration improves safety between the company because it leverages the experience and expertise of a broad range of peoplewithin the company andoutside the company. • Have regular inspections. You don’t see worn equipment, notice missing tools, or see unsafe behavior if you aren’t looking for it. 3